I am pleased to present the third DMO Major Projects Report (DMO MPR). The first DMO MPR, tabled in Parliament in November 2008, reported on nine of the DMO's major projects. The second DMO MPR was tabled in November 2009 and incorporated an additional six projects, reporting on a total of 15 projects. This report covers 22 of the DMO's major projects. I am confident that the addition of seven new projects and the growing maturity of the reporting on the previously reported projects represent a positive step in terms of transparency.
The DMO acknowledges the key recommendations from the Joint Committee of Public Accounts and Audit (JCPAA) Report 416 - Review of the Major Projects Report 2007-08. Through both formal hearings of the Committee and in offline discussions with Committee members, the DMO has continued to work with the JCPAA to further enhance the overall value of the report.
I remain committed to ongoing investment in the DMO MPR. I view the DMO MPR as an important report to Parliament because it gives an open and insightful account of how well we are performing in our core business of equipping the Australian Defence Force (ADF). One of the valuable elements of the MPR is the portfolio perspective that it provides on major DMO project work. This broad view is important in setting the context for our performance on individual projects.
Chapter One of this report provides a strategic overview of the DMO's performance in 2009-10 and discusses key elements and drivers of performance and risk in our business. Chapter Two provides a detailed analysis on the performance and status (across schedule, cost and capability) of the 22 major projects included in the report. Part 3 of this report contains the individual Project Data Summary Sheets (PDSS) for each project. In this section, the report format has been enhanced to aid the reader and to more strongly focus attention on performance.
The project data in this report have also been reviewed by the major contractors for each project, and their views have been considered in finalising this report.
Delivering the MPR in a tight reporting timeframe requires considerable effort and coordination between the DMO and ANAO teams. The two teams have continued to develop the level of cooperation and strengthen the professional working relationship. I would like to thank the Auditor-General and his staff for their contribution to the overall report. I would also like to recognise the considerable effort and dedication of the DMO's project office staff in the 22 projects and our directing team in bringing together the 2009-10 DMO MPR.
Dr Stephen J. Gumley AO
Chief Executive Officer
19 November 2010